Integrated Quality Strategy: A Revelation!


Bishop-Gaines, Lynn, Ph.D., C.Q.E.   (1991, ASQC)   The Forum Corporation

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9722    May 1991    pp. 676-680
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Article Abstract

This paper examines reasons why some companies have success in implementing a Total Quality System and other companies do not.

Japanese companies have captured marketshare by focusing on the customer externally and on total quality internally. Education and learning are life-long objectives, training spans all levels of the organization, and employees often receive as much as eighty hours of training per year. In contrast, the average North American company provides eight hours of training per employee per year.

Failures occur when companies do not consider the entire organization, culture, and current operating systems as critical elements of total quality. Companies should not make the mistake of giving quarterly profit results precedence over total quality efforts or using total quality as a means to determine cost and headcount reductions.

Successful companies recognize the importance of Total Customer-focused Quality (TCFQ), which focuses on vision, mission, values, and strategy. As matrix illustrations show, TCFQ is a technique for analyzing the entire organization and all supporting elements to identify gaps and develop an implementation plan. Two significant factors that contribute to success are: (1) the use of an outside expert to guide management and to provide new thinking, and (2) substantial education and training for all levels of the organization, beginning with senior management.


Engineering,Japan,Management,Total Customer-focused Quality (TCFQ),Automobile industry

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